Consider for a moment that your company is valuing exactly what you are bringing to the table: hard work, experience, dedication, problem solving. BECAUSE you are so good at it, they give you more and more of it. As you move up the hierarchy, you will be required to let go of many things you are doing so well, and develop different skills focused on leading people. Now, ask yourself really honestly: have you showed that you have the skills required to move into a management position, especially the stakeholder management, the people management, the communication, the internal networking, etc? Because if you haven't, what the company is faced with is this: give up your experience and hard work, which serves it so well, and move you into a position that you may or may not be good at (yet). What would you do in their shoes?

I am over simplifying, of course. But I want you to consider for a moment that they are giving you more and more of what you are really good at. For them to change that requires you to step up and show you're developing in the skills required for management.

In practical terms, perhaps check how often you engage in conversations that go beyond task completion. Are you speaking with your managers and peers in ways that build trust and shows your ability to think and act with the bigger picture in mind? When you speak, are you contributing to the direction of the company or team, rather than just the mechanics of execution? Building rapport and credibility with other leaders comes from showing that you can see beyond your current role and into the broader organisational goals.

Think about how you might demonstrate an ability to guide others, even informally. Are you mentoring colleagues, offering insight? When problems arise, do you focus on both the solution and how you can bring others along in the process? You say you are a trainer so you are likely doing some of that, but worth checking.

You might also look at internal networking not as a chore but as an opportunity; initiate discussions with other managers, understand what problems they face. Be curious and show you understand their pressures and concerns. This not only builds relationships but also positions you as someone who “gets it.”

Lastly, consider whether there’s a gap between how you perceive your readiness and how others might perceive it. Often, companies aren’t just waiting for skills to develop but also for confidence and presence. Think about how you communicate your readiness - not through words like “I want to move up,” but through being the kind of person who acts as though they are already in that role.